Department of Border Region Studies

Based on a survey of 170 Danish SMEs the paper examines influences on entry mode choices and the financial outcome of these decisions. The main research objectives are divided into two steps:
Step 1: To determine the factors influencing the choice of foreign entry modes by Danish companies.
Step 2: To determine the relationship between the choice of entry mode and export performance, measured in terms of financial outcome.
Drawing from transaction cost theory the authors develop and test a model where different factors affect the level of control chosen by the parent company. This study contributes to the existing entry mode theory by integrating both steps into a theoretical framework that offers substantive explanation of the connection between independent entry mode variables, the choice of entry mode and the resulting export performance. Personal networks and interruption of international activities were the most significant factors for the choice of intermediate modes. The results also show that high control modes can positively affect the bottom line profit through higher market investments and better implementation of cross border strategies. Finally, further research suggestions and implications are provided for companies willing to invest more into foreign markets in order to achieve a higher degree of control and better financial results.

South Korea is emerging in the 21st century as a major exporter of popular culture. The wave has had considerable impact on the South Korean economy, as well as on the political and cultural influence of South Korea. K-pop (Korean Pop) is a musical genre consisting of dance, electro-pop, hip hop and R&B music originating in Korea. The term is commonly used for songs performed by Korean teen idols like Super Junior and Girl’s Generation, and not least by Korean satirical rapper PSY ("Gangnam Style")

The purpose with this article is to analyze the ‘Blue Ocean’ phenomenon in depth. The used methodology is a single case study regarding Nintendo and their different launches of games consoles (GameCube, Wii and Wii U) to the world market. The main finding is that even if a company can create a Blue Ocean very fast with the right value proposition at the right time, it may be short-termed and may be transformed into a Red Ocean again within 1-2 years, unless the company’s competitiveness is safe-guarded. There is constantly a need for reformulating the strategy through a dynamic and creative process, in order not to turn the Blue Ocean into a Red Ocean again. However this was what exactly happened to Nintendo with their game console ‘Wii’. Nintendo started out with a Red Ocean around 2005 with their GameCube. Then they turned it into a Blue Ocean with their introduction of ‘Wii’ in November 2006. But Nintendo could not prevent Sony and Microsoft in turning it back to a Red Ocean, with their introduction of similar product features (motion controls), but at better quality. If Nintendo will be able to reestablish the Blue Ocean with their introduction of the ‘Wii U’ in November 2012 is questionable.

Bei der Markteinführung neuer Produkte stehen viele CMOs vor der Entscheidung, eine globale vs. lokale Marketingstrategie zu fahren. Während erstere Verbundeffekte – sogenannte Economies of Scope – nutzen und damit das Marketingbudget schonen, verspricht letztere größere Markterfolge durch die bessere Abstimmung von Produktpositionierung und Kundenbedürfnissen. Ein glokaler Marketingplan vereint dabei die Vorteile beider Strategien, und stellt deshalb eine vielversprechende Marketingstrategie dar, ein Produkt kosten-nutzen-ideal zu platzieren.

What actually is marketing? Many people think of marketing as only sales and advertising because every day we are bombarded with TV commercials, flyers, catalogues, sales calls, and commercial e-mail. However, selling and advertising are only one element of marketing. Today, marketing must be understood not in the old sense of making a sale but in a contemporary and holistic sense of satisfying customer needs.

In this book the authors develop the Quintessential Marketing Arena by following the logic of the three major steps of the marketing process. Along this process they present the fourteen most important marketing instruments that occur during this process.
Having read this book:
- You will have a basic understanding of marketing and the process of marketing management
- You will know the most important marketing instruments and how they interact
- You can develop your own marketing plan based on the Quintessential Marketing Arena

The aim of this article is to investigate the relevance of an alternative entry mode, the incubator concept. Such an alternative entry mode like the so-called incubator is increasingly being used as a shortcut or bridge to a distant market. In-depth qualitative research on a selected case (Kelsen Group selling butter cookies to India) reveals the reasoning behind the entry mode choice of a company entering an emergent market (India). The Incubator Programme provides the opportunity for a company to bridge the 'gap' between a lowcontrol entry mode (e.g. importer or distributor) and high-control entry mode (e.g. wholly owned sales subsidiary), without involving too high risks and still keeping a reasonable level of control.

This article explores the relevance of different entry modes for Danish exporting small and medium enterprises (SMEs). Internal and external resources that influence the choice of entry modes into the Brazil, Russia, India and China (BRIC) markets are investigated from both a resource-based view (RBV) and a market-based view (MBV). The survey conducted by the University of Southern Denmark in 2012 is based on a sample of 177 Danish SMEs. Our results of this study show that Danish companies entering the BRIC markets mainly prefer low commitment modes. The more traditional internal factors (control, flexibility and risk) were evaluated less important than personnel and financial resources for the BRIC markets. The most important external factor was market potential whereas the trade barriers, cultural distance as well as the political and economical risk are viewed as main obstacles when internationalizing into distant markets. Managers can compensate the loss of control when choosing the lower commitment modes into distant markets by forming business networks and thereby gaining local knowledge.

 To introduce the student to the main concepts of international marketing management.  To offer the student an analytic framework for the development, implementation and control of international marketing programmes that respond simultaneously to both global integration and national responsiveness.

Svend Hollensen: Marketing Management -A relationship approach. Financial Times/ Prentice Hall, Third Edition, 2015 (ISBN 978-0-273-77885-1) Pearson Education website: www.pearsoned.co.uk/hollensen http://catalogue.pearsoned.co.uk/educator/product/Marketing-Management-3rd-edn-A-Relationship-Approach/9780273778851.page#resources

I den tidlige B-t-B-købsadfaerdslitteratur har man lagt megen vaegt på, at købsadfaerden i forbindelse med B-t-B-serviceydelser er meget rationel praeget. Gennem en større eksplorativ undersøgelse af danske virksomheders indkøb af konsulentydelser inden for hr, har forfatterne fået indblik i de faktorer, som bestemmer danske virksomheders valg af leverandør inden for konsulentydelser. På grundlag af et litteratur review er der udviklet fem hypoteser. Resultaterne viser, at købsadfaerden er langt mindre rationel end hidtil antaget. Det viser sig f.eks., at konsulentens personlige relationer til kunderne ofte kan kompensere for mangler i konsulentens faglige viden. Dette betyder bl.a., at konsulenternes udvikling af langvarige personlige relationer til kunderne er en af de vigtigste nøglesuccesfaktorer i konsulentbranchen. Et andet vigtigt resultat af undersøgelsen er kundernes specifi kke ønske om at deltage aktivt i produktionen af konsulentserviceydelserne.

international marketing courses as being exciting, trendy and providing opportunities leading to better job opportunities and better salaries. In contrast, the Northern European students perceived international marketing courses as a 'natural' required course for marketing majors and not providing any specific better job opportunities or salaries. Turkish students also perceived international marketing careers in general more prestigious than did the Northern European students.

Global Account Management (GAM) can be understood as the management of supplier's relations to large powerful customers (GAs = Global Accounts) with worldwide operations. The purpose of this paper is to offer some insights into how GAM=s organizational set-up is managed in three different types of supplier-customer relationship, seen from the supplier perspective. Three different GAM organization models are presented: Central HQ-HQ negotiation, Balanced negotiation and decentralized local-local negotiation. The study of organizational set-up of Global Account Management in three cases shows, that the supplier can improve its relative power position towards the customer, not only by having central headquarters negotiations with the customer=s headquarters, but also by offering local production and adapted services in various geographical locations, where the customer is active.